Accountability Problems: Who Own’s It?

With business clients, I often have the privilege of participating in annual strategy sessions where division leaders roll out the annual plan, key objectives and milestones. You know these meetings – lots of fanfare, objectives ready for cascading, clarifying questions – all intended to set the direction for the year. Unfortunately, many times the initial excitement fades, and people go back to doing their job, while the annual plan collects dust on a shelf – until next year. But how can this be? Especially in organizations where holding others accountable is an expected leadership core competency? What is it that makes holding others accountable so difficult? There is not always a simple answer. Sometimes accountability issues stem from lack of resources, unclear expectations, mismatches in ability vs. role, among other things.

One of the biggest obstacles we have observed in holding others accountable comes from the well-intended, often high-achieving leader. You are the leader who believes in her team, sees limitless capability, and even follows the trusted management practices on accountability, like operating as an Investor (the leader who gives other people ownership for results and invests in their success). So, with clear expectations outlined, you hand over ownership to your people, giving 51% of the vote, and then you get out of the way. But, then it happens.

You notice a stumble…or a little less progress than you’d hoped to see. So you do what any well-meaning leader would do…